Providers must deliver a holistic patient experience that extends beyond clinical care interactions. The current state of the patient experience is poor and getting worse according to surveys, with 81% of consumers unsatisfied. While providers see patient experience as important, they overestimate their performance by over 20 percentage points compared to consumer ratings. Improving patient experience can drive operational efficiencies and reduce costs while helping organizations achieve their missions. Providers must take a holistic view of patient experience, empower their staff, and thoughtfully invest in technologies to enhance the experience.
How pharma and healthcare brands can improve their customer experienceJack Morton Worldwide
The SVP and Managing Director of Jack’s Chicago office, Matt Pensinger, presented at Lions Health 2015 with Katie Bang from Eli Lilly and Company about improving the customer experience for patients:
There is growing recognition amongst healthcare brands that understanding the full patient journey is essential for success in today’s healthcare environment. The sheer extent of this both physical and emotional journey, from awareness through to treatment and adherence, opens the patient to many potential experience gaps between their expectations and reality that can lead to frustration, disillusionment and even dropping the prescribed treatment.
So, healthcare companies must understand this journey if they are to improve the customer experience – and offer necessary patient support that extends far beyond a given medication. Being truly effective requires that the entire organisation (from science through to sales) understands the patient journey in order to meet patient needs and effectively engage the many stakeholders that are becoming increasingly important to a therapy’s success.
This is a significant undertaking and healthcare brands and their marketing agencies need to think differently about how they engage with patients and support communications for all the other stakeholders. This talk will examine the experience journey and what it means for the way we market.
Patient engagement is a critical element of successful transitions of care. Without it, patients are improperly educated about their condition and inadequately prepared to self-manage.
Healthcare organizations need effective and scalable ways of engaging patients post-discharge.
Understand what patient engagement truly means, its benefits for both patients and providers, and how to increase patient engagement through marketing.
Customer Journey Analytics: Cracking the Patient Engagement Challenge for PayersHealth Catalyst
Customer journey analytics uses machine learning and big data to track and analyze when and through what channels customers interact with an organization, with an aim to influence behavior (e.g., buying behaviors among retail customers). Similarly, healthcare organizations want to influence health-related behaviors, such a taking medication as prescribed and not smoking, to improve outcomes and lower the cost of care. In a partnership with an analytics services provider, a payer organization is leveraging customer journey analytics among healthcare consumers to identify the best opportunities and channels for patient outreach. With this analytics-driven engagement strategy, the payer has found an opportunity to significantly improve patient engagement—a predicted overall increase from 18 percent to 31 percent.
Objectives:
1- introduction
2- Evolution of Marketing
3- CX Definition
4- Why is CX important for your business
5- The benefits of delivering a great CX
6- What is a good CX
7- The difference between CX & CS
8- The CX Cycle
9- Ways to Communicate your Customer
10- Measuring CX
11- Analyzing CX
Patient Experience Defined. Patient experience encompasses the range of interactions that patients have with the health care system, including their care from health plans, and from doctors, nurses, and staff in hospitals, physician practices, and other health care facilities.
Patient Satisfaction deals with how patients evaluate the quality of their healthcare experience. It is mainly assessed by conducting Patient Satisfaction Surveys using Healthcare Survey Software to determine the high quality of care, in addition to numerous other dimensions of quality, such as relevance to need, effectiveness, and efficiency.
How pharma and healthcare brands can improve their customer experienceJack Morton Worldwide
The SVP and Managing Director of Jack’s Chicago office, Matt Pensinger, presented at Lions Health 2015 with Katie Bang from Eli Lilly and Company about improving the customer experience for patients:
There is growing recognition amongst healthcare brands that understanding the full patient journey is essential for success in today’s healthcare environment. The sheer extent of this both physical and emotional journey, from awareness through to treatment and adherence, opens the patient to many potential experience gaps between their expectations and reality that can lead to frustration, disillusionment and even dropping the prescribed treatment.
So, healthcare companies must understand this journey if they are to improve the customer experience – and offer necessary patient support that extends far beyond a given medication. Being truly effective requires that the entire organisation (from science through to sales) understands the patient journey in order to meet patient needs and effectively engage the many stakeholders that are becoming increasingly important to a therapy’s success.
This is a significant undertaking and healthcare brands and their marketing agencies need to think differently about how they engage with patients and support communications for all the other stakeholders. This talk will examine the experience journey and what it means for the way we market.
Patient engagement is a critical element of successful transitions of care. Without it, patients are improperly educated about their condition and inadequately prepared to self-manage.
Healthcare organizations need effective and scalable ways of engaging patients post-discharge.
Understand what patient engagement truly means, its benefits for both patients and providers, and how to increase patient engagement through marketing.
Customer Journey Analytics: Cracking the Patient Engagement Challenge for PayersHealth Catalyst
Customer journey analytics uses machine learning and big data to track and analyze when and through what channels customers interact with an organization, with an aim to influence behavior (e.g., buying behaviors among retail customers). Similarly, healthcare organizations want to influence health-related behaviors, such a taking medication as prescribed and not smoking, to improve outcomes and lower the cost of care. In a partnership with an analytics services provider, a payer organization is leveraging customer journey analytics among healthcare consumers to identify the best opportunities and channels for patient outreach. With this analytics-driven engagement strategy, the payer has found an opportunity to significantly improve patient engagement—a predicted overall increase from 18 percent to 31 percent.
Objectives:
1- introduction
2- Evolution of Marketing
3- CX Definition
4- Why is CX important for your business
5- The benefits of delivering a great CX
6- What is a good CX
7- The difference between CX & CS
8- The CX Cycle
9- Ways to Communicate your Customer
10- Measuring CX
11- Analyzing CX
Patient Experience Defined. Patient experience encompasses the range of interactions that patients have with the health care system, including their care from health plans, and from doctors, nurses, and staff in hospitals, physician practices, and other health care facilities.
Patient Satisfaction deals with how patients evaluate the quality of their healthcare experience. It is mainly assessed by conducting Patient Satisfaction Surveys using Healthcare Survey Software to determine the high quality of care, in addition to numerous other dimensions of quality, such as relevance to need, effectiveness, and efficiency.
Customer engagement is the process of actively building, nurturing, and managing relationships with customers. Customer engagement can unlock exponential growth for your company. Learn more about how it's done.
“You can download this product from SlideTeam.net”
Allocate your business insights in a professional way with our digital, maturity model PowerPoint slideshow. An elegant visual of a five-staged horizontal process with icons and text boxes have been implemented here to craft this digital maturity PPT layout. Different stages of maturity models are shown here as no maturity, conceptual defined, integrated transformed. Use this digital maturity model PowerPoint slide to plot your organizational maturity, offer comparative benchmarks and guide your actions to elevate your digital capabilities. A competitive spirit is something that is common with winners, whether it's competing with one's self for intramural growth or standing out in the business world to sustain your uniqueness. The visuals of this PowerPoint Presentation clearly reflect its motive with all the subjects projected straight to the customer's point of attention, download and see changes. Share your business concepts in a professional way with our digital, maturity model PowerPoint slideshow. Our dedicated designing team has made this brilliant PPT visual possible. You can represent your future digital planning for the achievement of your business goals with our digital maturity model PPT diagram. A beautiful visual of a five staged horizontal process with icons and text boxes has been used to craft this digital maturity presentation template. This digital maturity model PPT visual contains the concept of digital strategy and process formation. Use this digital maturity model PowerPoint slide to plot your organizational maturity, offer comparative benchmarks and guide your actions to elevate your digital capabilities. You can capture the essence of the journey of your enterprise over the years using this attractive digital maturity PPT visual in your business operations. Also, you can set your business strategies according to the time period in which you want to implement it. Establish the high degree of intent you have with our Digital Maturity Model. Demonstrate your determination as an individual. https://bit.ly/3lfxFGi
By the Numbers: The Importance of Healthcare Consumer ExperienceInfluence Health
The age of healthcare consumerism is here. We've gathered the statistics and insights to show you not only why you need to be paying more attention to your patients' and consumers' needs but also help make a business case for technologies and services to help you deliver better digital experiences.
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
An Orientation to quality and patient safety for new hire in health care faci...kiran
An introduction to quality and patient safety for new employees in health care with basic concepts on quality and patient safety that every new hire must know.
Three Must-Haves for a Successful Healthcare Data StrategyHealth Catalyst
Healthcare is confronting rising costs, aging and growing populations, an increasing focus on population health, alternative payment models, and other challenges as the industry shifts from volume to value. These obstacles drive a growing need for more digitization, accompanied by a data-centric improvement strategy.
To establish and maintain data as a primary strategy that guides clinical, financial, and operational transformation, organizations must have three systems in place:
Best practices to identify target behaviors and practices.
Analytics to accelerate improvement and identify gaps between best practices and analytic results.
Adoption processes to outline the path to transformation.
How to Evaluate Emerging Healthcare Technology with Innovative AnalyticsHealth Catalyst
As healthcare systems are pressured to cut costs and still provide high-quality care, they will need to look across the care continuum for answers, reduce variation in care, and look to emerging technologies. This article walks through how to evaluate the safety and effectiveness and of emerging healthcare technology and prioritize high-impact improvement projects using a robust data analytics platform. Topics covered include:
The importance of identifying variation in innovation.
Ways to improve outcomes and decrease costs.
The value of an analytics platform.
The reliable information that produce sparks for innovation.
Identifying and evaluating emerging healthcare technology.
Knowing what data to use.
The difference between efficacy and effectiveness in evaluation of emerging healthcare technology.
Healthcare Digital Marketing Enabling Healthcare Firms for Digital RevolutionInnoMind Technologies
In today’s world everyone needs a access to quality healthcare serves. We help healthcare firms to connect with patient, doctors and other stakeholders digitally through healthcare digital marketing. We also help them to build the online brand.
Any specific healthcare service provider’s can utilize digital marketing to achieve digital growth for their Healthcare Networks, Hospitals, Specialty Clinics, Urgent Care & Individual Practitioners.
Many organizations struggle with content—the surprising volume needed, the lack of a central strategy, the huge investment in time and resources, inconsistent quality or voice, cross-silo logistics, new channel paralysis, or the seeming lack of attributable ROI. When harnessed correctly, however, and successfully connecting content to business and brand goals, content can be a valuable working asset build relevancy and grow your business.
Customer engagement is the process of actively building, nurturing, and managing relationships with customers. Customer engagement can unlock exponential growth for your company. Learn more about how it's done.
“You can download this product from SlideTeam.net”
Allocate your business insights in a professional way with our digital, maturity model PowerPoint slideshow. An elegant visual of a five-staged horizontal process with icons and text boxes have been implemented here to craft this digital maturity PPT layout. Different stages of maturity models are shown here as no maturity, conceptual defined, integrated transformed. Use this digital maturity model PowerPoint slide to plot your organizational maturity, offer comparative benchmarks and guide your actions to elevate your digital capabilities. A competitive spirit is something that is common with winners, whether it's competing with one's self for intramural growth or standing out in the business world to sustain your uniqueness. The visuals of this PowerPoint Presentation clearly reflect its motive with all the subjects projected straight to the customer's point of attention, download and see changes. Share your business concepts in a professional way with our digital, maturity model PowerPoint slideshow. Our dedicated designing team has made this brilliant PPT visual possible. You can represent your future digital planning for the achievement of your business goals with our digital maturity model PPT diagram. A beautiful visual of a five staged horizontal process with icons and text boxes has been used to craft this digital maturity presentation template. This digital maturity model PPT visual contains the concept of digital strategy and process formation. Use this digital maturity model PowerPoint slide to plot your organizational maturity, offer comparative benchmarks and guide your actions to elevate your digital capabilities. You can capture the essence of the journey of your enterprise over the years using this attractive digital maturity PPT visual in your business operations. Also, you can set your business strategies according to the time period in which you want to implement it. Establish the high degree of intent you have with our Digital Maturity Model. Demonstrate your determination as an individual. https://bit.ly/3lfxFGi
By the Numbers: The Importance of Healthcare Consumer ExperienceInfluence Health
The age of healthcare consumerism is here. We've gathered the statistics and insights to show you not only why you need to be paying more attention to your patients' and consumers' needs but also help make a business case for technologies and services to help you deliver better digital experiences.
The presentation describes in brief the patients need, expectations and how to develop the patient care and feedback system to obtain maximum patient satisfaction.
An Orientation to quality and patient safety for new hire in health care faci...kiran
An introduction to quality and patient safety for new employees in health care with basic concepts on quality and patient safety that every new hire must know.
Three Must-Haves for a Successful Healthcare Data StrategyHealth Catalyst
Healthcare is confronting rising costs, aging and growing populations, an increasing focus on population health, alternative payment models, and other challenges as the industry shifts from volume to value. These obstacles drive a growing need for more digitization, accompanied by a data-centric improvement strategy.
To establish and maintain data as a primary strategy that guides clinical, financial, and operational transformation, organizations must have three systems in place:
Best practices to identify target behaviors and practices.
Analytics to accelerate improvement and identify gaps between best practices and analytic results.
Adoption processes to outline the path to transformation.
How to Evaluate Emerging Healthcare Technology with Innovative AnalyticsHealth Catalyst
As healthcare systems are pressured to cut costs and still provide high-quality care, they will need to look across the care continuum for answers, reduce variation in care, and look to emerging technologies. This article walks through how to evaluate the safety and effectiveness and of emerging healthcare technology and prioritize high-impact improvement projects using a robust data analytics platform. Topics covered include:
The importance of identifying variation in innovation.
Ways to improve outcomes and decrease costs.
The value of an analytics platform.
The reliable information that produce sparks for innovation.
Identifying and evaluating emerging healthcare technology.
Knowing what data to use.
The difference between efficacy and effectiveness in evaluation of emerging healthcare technology.
Healthcare Digital Marketing Enabling Healthcare Firms for Digital RevolutionInnoMind Technologies
In today’s world everyone needs a access to quality healthcare serves. We help healthcare firms to connect with patient, doctors and other stakeholders digitally through healthcare digital marketing. We also help them to build the online brand.
Any specific healthcare service provider’s can utilize digital marketing to achieve digital growth for their Healthcare Networks, Hospitals, Specialty Clinics, Urgent Care & Individual Practitioners.
Many organizations struggle with content—the surprising volume needed, the lack of a central strategy, the huge investment in time and resources, inconsistent quality or voice, cross-silo logistics, new channel paralysis, or the seeming lack of attributable ROI. When harnessed correctly, however, and successfully connecting content to business and brand goals, content can be a valuable working asset build relevancy and grow your business.
Prophet worked extensively with the marketing and executive leadership teams at IU Health to develop and implement a new, system-wide brand and customer experience strategy to help achieve this vision. Leveraging extensive qualitative and quantitative research across different stakeholders as the foundation, we developed a comprehensive brand strategy for the health system that involved: A new positioning that highlighted the breadth and depth of the entire system, changing the name from Clarian to Indiana University Health, developing a compelling and consistently deliverable patient experience across the system, and developing the key elements that would bring the new brand to life and deliver the desired patient experience.
2016 Connected Care and the Patient ExperienceSurescripts
Annual survey of 1,000 Americans reveals increased dissatisfaction with data availability and innovation, even though the technology exists today for a safer, more convenient and connected healthcare experience.
Prophet 2014 Healthcare Exchange Consumer Study ResultsProphet
Eight million people signed up for insurance plans via public exchanges in the first year of the Affordable Care Act, yet an estimated 40+ million still remain uninsured. When annual enrollment opens again in October, how should companies change their tactics and targets based on experiences in year one? It’s time to learn from year one, and plan for year two and beyond.
We've released our findings from our 2014 survey of consumer attitudes and experiences with the Affordable Care Act’s first healthcare exchange open enrollment period. The survey of 1000 American adults shows that while nearly half of respondents plan to purchase healthcare on the exchange in the future, concerns over cost, confusion over subsidies and general distrust of health insurance companies persist.
To hear the audio that accompanies these slides, watch a recording of our webinar here: http://bit.ly/1vbOvUO.
We live in an era of persistent change and rising customer expectations. Brands that rise to the top are those that have found a way to be relevant in a world of continuous change. In this Chicago AMA BrandSmart speech by Scott Davis, Chief Growth Officer at Prophet, he discussed brands that are relentlessly relevant – those who position themselves with a commitment to meet customers on their own terms, push competitors out of consideration and redefine entire categories—all while being authentic.
Scott outlined four attributes that separate those that are building enduring, relentlessly relevant brands from those that aren't. He discussed the role of building a relevant brand in a digital world and how to ensure you’re creating meaningful, connected and engaging experiences with customers.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
5 Signs You’re in the Middle of a Digital TransformationProphet
Digital Transformation seems to be the buzzword of the moment, but what does it really mean? And, more importantly, what does it mean to your business?
Although analyzing “big data” has the power to transform your business, the ease of doing so has been over-stated. In reality, harnessing big data is still a messy and labor-intensive business. We are incredibly excited by what we can do with data but also think some of the hype is doing brands a disservice, because it creates a false expectation of how easy this work is going to be. Most things in life that are important and worthwhile are difficult, and the analysis of Big Data is no different. Don’t believe these commonly heard myths…
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
Today’s healthcare market provides ample challenges for businesses: increasing competition and commoditization, significant merger and acquisition (M&A) activity, and uncertainty with regulatory and government oversight. Healthcare companies have more than doctors to win over — they have to reach patients, providers, and payers too. The pressure is not on companies to perform — it’s on the brands.
The Emotional Journey of Cancer: Diagnosis, Treatment, and MoreQueens Library
From Queens Library's expert-led panel, Cancer Awareness: What You Need to Know, featuring professionals from New York Hospital Queens, North Shore LIJ, the American Cancer Society, and the Leukemia and Lymphoma Society
From Patients to ePatients Driving a new paradigm for online clinical collabo...ddbennett
CareTech eHealth Innovation Series
From Patients to ePatients Driving a new paradigm for online clinical collaboration and health management
David Bennett, SVP, Interactive Solutions
StayWell Custom Communications
Anthony Chipelo, Director, Portal Strategies
CareTech Solutions
Harness Your Clinical and Financial Data with an Enterprise Health Informat...Perficient, Inc.
The importance of Enterprise Health Information Exchange (EHIE) as a key way to empower your physicians and patients and demonstrate meaningful use of electronic health records:
- Present the business case for EHIE as an important architecture that matters to progressive health systems
- Take a look at some of the market-leading EHIE architectures and products
- Provide real exam...ples of organizations that are using EHIE to improve their operations
Patient Resource: Medicare Observation Versus Admit DaysTerri Embry RN BS
This resource provides information a patient, their advocate or a health care professional can use to learn about this topic. Hyperlinks are embedded to allow for self guided research and is encouraged.
Patient Satisfaction : The Indispensable OutcomeCare Analytics
As we move into the future, the measurement of patient satisfaction is becoming less of a luxury and more of a necessity for medical groups and facilities. It is increasingly important that a patient-satisfaction program be done well, using sound protocol and methods.
Survey findings can also be used for accreditation and marketing. In this era of increasing competition and high patient demand for health care excellence, medical groups and skilled nursing facilities cannot afford to forgo the insights they can derive from patient-satisfaction surveys.
How many patients does case series should have In comparison to case reports.pdfpubrica101
Pubrica’s team of researchers and writers create scientific and medical research articles, which may be important resources for authors and practitioners. Pubrica medical writers assist you in creating and revising the introduction by alerting the reader to gaps in the chosen study subject. Our professionals understand the order in which the hypothesis topic is followed by the broad subject, the issue, and the backdrop.
https://pubrica.com/academy/case-study-or-series/how-many-patients-does-case-series-should-have-in-comparison-to-case-reports/
We understand the unique challenges pickleball players face and are committed to helping you stay healthy and active. In this presentation, we’ll explore the three most common pickleball injuries and provide strategies for prevention and treatment.
Antibiotic Stewardship by Anushri Srivastava.pptxAnushriSrivastav
Stewardship is the act of taking good care of something.
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
WHO launched the Global Antimicrobial Resistance and Use Surveillance System (GLASS) in 2015 to fill knowledge gaps and inform strategies at all levels.
ACCORDING TO apic.org,
Antimicrobial stewardship is a coordinated program that promotes the appropriate use of antimicrobials (including antibiotics), improves patient outcomes, reduces microbial resistance, and decreases the spread of infections caused by multidrug-resistant organisms.
ACCORDING TO pewtrusts.org,
Antibiotic stewardship refers to efforts in doctors’ offices, hospitals, long term care facilities, and other health care settings to ensure that antibiotics are used only when necessary and appropriate
According to WHO,
Antimicrobial stewardship is a systematic approach to educate and support health care professionals to follow evidence-based guidelines for prescribing and administering antimicrobials
In 1996, John McGowan and Dale Gerding first applied the term antimicrobial stewardship, where they suggested a causal association between antimicrobial agent use and resistance. They also focused on the urgency of large-scale controlled trials of antimicrobial-use regulation employing sophisticated epidemiologic methods, molecular typing, and precise resistance mechanism analysis.
Antimicrobial Stewardship(AMS) refers to the optimal selection, dosing, and duration of antimicrobial treatment resulting in the best clinical outcome with minimal side effects to the patients and minimal impact on subsequent resistance.
According to the 2019 report, in the US, more than 2.8 million antibiotic-resistant infections occur each year, and more than 35000 people die. In addition to this, it also mentioned that 223,900 cases of Clostridoides difficile occurred in 2017, of which 12800 people died. The report did not include viruses or parasites
VISION
Being proactive
Supporting optimal animal and human health
Exploring ways to reduce overall use of antimicrobials
Using the drugs that prevent and treat disease by killing microscopic organisms in a responsible way
GOAL
to prevent the generation and spread of antimicrobial resistance (AMR). Doing so will preserve the effectiveness of these drugs in animals and humans for years to come.
being to preserve human and animal health and the effectiveness of antimicrobial medications.
to implement a multidisciplinary approach in assembling a stewardship team to include an infectious disease physician, a clinical pharmacist with infectious diseases training, infection preventionist, and a close collaboration with the staff in the clinical microbiology laboratory
to prevent antimicrobial overuse, misuse and abuse.
to minimize the developme
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
CRISPR-Cas9, a revolutionary gene-editing tool, holds immense potential to reshape medicine, agriculture, and our understanding of life. But like any powerful tool, it comes with ethical considerations.
Unveiling CRISPR: This naturally occurring bacterial defense system (crRNA & Cas9 protein) fights viruses. Scientists repurposed it for precise gene editing (correction, deletion, insertion) by targeting specific DNA sequences.
The Promise: CRISPR offers exciting possibilities:
Gene Therapy: Correcting genetic diseases like cystic fibrosis.
Agriculture: Engineering crops resistant to pests and harsh environments.
Research: Studying gene function to unlock new knowledge.
The Peril: Ethical concerns demand attention:
Off-target Effects: Unintended DNA edits can have unforeseen consequences.
Eugenics: Misusing CRISPR for designer babies raises social and ethical questions.
Equity: High costs could limit access to this potentially life-saving technology.
The Path Forward: Responsible development is crucial:
International Collaboration: Clear guidelines are needed for research and human trials.
Public Education: Open discussions ensure informed decisions about CRISPR.
Prioritize Safety and Ethics: Safety and ethical principles must be paramount.
CRISPR offers a powerful tool for a better future, but responsible development and addressing ethical concerns are essential. By prioritizing safety, fostering open dialogue, and ensuring equitable access, we can harness CRISPR's power for the benefit of all. (2998 characters)
R3 Stem Cells and Kidney Repair A New Horizon in Nephrology.pptxR3 Stem Cell
R3 Stem Cells and Kidney Repair: A New Horizon in Nephrology" explores groundbreaking advancements in the use of R3 stem cells for kidney disease treatment. This insightful piece delves into the potential of these cells to regenerate damaged kidney tissue, offering new hope for patients and reshaping the future of nephrology.
Navigating the Health Insurance Market_ Understanding Trends and Options.pdfEnterprise Wired
From navigating policy options to staying informed about industry trends, this comprehensive guide explores everything you need to know about the health insurance market.
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
The State of Consumer Healthcare: A Study of Patient Experience
1. Proprietary and confidential. Do not distribute.
The State of
Consumer Healthcare:
A Study of Patient Experience
Webinar: March 30, 2016
2. GE Healthcare: Patient Experience Survey 2Proprietary and confidential. Do not distribute.
The State of Consumer Healthcare
The state of the patient experience is bad… and getting worse
The case for investment is clear–wait time is wasted time. Investments to improve the
patient experience drive system-wide growth and translate into financial gain.
Providers must deliver a holistic experience that is very different from
what patients encounter today.
Prophet and GE Healthcare Camden Group have teamed up to help
organizations assess the patient experience they currently deliver and
develop a plan to transform it.
1
2
3
4
4. GE Healthcare: Patient Experience Survey 4Proprietary and confidential. Do not distribute.
Not surprisingly, the state
of patient experience is bad…
and likely to get worse before
it improves
For decades, the U.S. healthcare industry has been
based on a convoluted economic model, which has
inhibited competition and real service innovation -- and
consumers are frustrated.
5. GE Healthcare: Patient Experience Survey 5Proprietary and confidential. Do not distribute.
The healthcare experience is not healthy
A1. The following statements describe different attitudes
people may have towards healthcare. Using the scale
below, please indicate how much you agree or disagree
with each statement. (N=3,000)
A7.How frustrated were you with your experience at
each of these stages? (N=3,000)
An alarming 81% of consumers are unsatisfied with their healthcare experience,
and the happiest consumers are those who interact with the system the least.
75% 48%
Frequent Healthcare Consumers All Other Healthcare Consumers
% of Consumers Frustrated
6. GE Healthcare: Patient Experience Survey 6Proprietary and confidential. Do not distribute.
There is a gap in perception between
providers and consumers on the
quality of experience currently
being provided
Providers underestimate the degree to which the
patient experience fails to meet consumer
expectations. This skewed perspective is creating a
lack of urgency among providers to fix the problem.
While providers are aware of patient dissatisfaction,
they have many competing and changing initiatives,
making it difficult to prioritize.
7. GE Healthcare: Patient Experience Survey 7Proprietary and confidential. Do not distribute.
Providers overestimate the quality of their patient
experience by over 20 percentage points
Providers misjudge the perception of their performance on
elements that are most important to consumers
Providers give themselves too much credit on the
elements that are most important to consumers
A3. How well do you feel providers are delivering on the
entire PX? (N=3,000), Top 3 Box % shown
A7. How well do you feel your organization is delivering
on the entire PX? (N=300) , Top 3 Box % shown
A17. How well do you feel hospitals are delivering on
each of these? (N=3000)
A24. How well do you think your org. is performing on the
aspects of the PX? (N=300)
63% 40%
Providers
Consumers
% Who Believe Providers are Delivering % Agreeing (Top 3 Box %)
51%
57%
34%
36%
Providers Consumers
Providers take the time
to understand my needs
and explain options
Providers have
empathetic medical and
administrative staff
23% Gap
8. GE Healthcare: Patient Experience Survey 8Proprietary and confidential. Do not distribute.
…and the gaps exist on multiple aspects, some greater than others
C - A17. How well do you feel hospitals are delivering on each of these? (N=3000)
P - A24. How well do you think your organization is performing on each of the following aspects of the patient experience? (N=300)
A. Has empathetic medical and administrative staff
B. Has a great reputation
C. Provides healthy and enticing food options within their facility
D. Takes the time to understand my needs and explain options
E. Has quality and comfortable decor and furniture
F. Provides services to make visit more convenient and comfortable
G. Offers ways for me to review my health records online
H. Coordinates care for me with people outside the facility
I. Communicates results of diagnostic tests in a timely manner
J. Has a transparent billing process
K. Allows me to see the doctor I want, when I want
L. Makes scheduling appointments quick and easy
M. Provides clear direction and support for care post-visit
N. Uses state of the art devices
O. Has a simple billing process
P. Uses state of the art software systems
Provider’s Perceptions of Themselves
Consumers’RatingsofProviderPerformance
“EXCEEDING
EXPECTATIONS”
“MISSING
EXPECTATIONS”
Clinical Experience
and Reputation
BILLING
Non-Clinical
Environmen
t
Consumer vs. Provider Performance
(Top 3 Box %)
9. GE Healthcare: Patient Experience Survey 9Proprietary and confidential. Do not distribute.
Despite the best intentions to deliver a better patient experience,
providers struggle to make it a priority among competing initiatives
Providers say… Providers do…
Priorities 75% believe PX is important to their
future success
On the list of hospital CEO’s top concerns, patient
satisfaction is not in the top five*
Experience
Strategy
90% claim to have a patient experience strategy
24% believe they are delivering extremely well
on the strategy
Investments 91% believe digital transformation
is important
29% are investing in digital tools
and online presence
Customer
Understanding
70% claim to have a holistic view
of their patient base
15% really understand patient needs
Technology
42% believe technologies related to
patient outreach and engagement are extremely
important in driving experiences
26% actually deliver these patient outreach and
engagement technologies today
10. GE Healthcare: Patient Experience Survey 10Proprietary and confidential. Do not distribute.
While patient experience is important,
finding the right merger partners is an
existential issue. If we don’t acquire,
we will eventually no longer exist as
an independent entity.
“
”
*Source: Prophet Interview conducted Sept 2015
–CFO of $2B Health System
11. GE Healthcare: Patient Experience Survey 11Proprietary and confidential. Do not distribute.
If providers are under-delivering on patient experience today, it will
only be harder with bigger and more complex operations
Sources: Knowledge at Wharton, “Hospital Consolidation: Can It Work This Time?”, Accessed 10/19/2015
ACSI Benchmarks for Healthcare Industry, Accessed 10/19/2015
Hospitals are buying other hospitals, physician practices, and ancillary
health care providers. These consolidations come in response to the
need to connect care networks, and enable a more cohesive approach
in managing patient experiences throughout their journey.
Hospital consolidation is rising as a result of The Affordable Care Act.
Increase in hospital
consolidation, 2013-2014
14%+ 3%-
Decrease in patient
satisfaction scores, 2013-2014
13. GE Healthcare: Patient Experience Survey 13Proprietary and confidential. Do not distribute.
Once consolidation is done, and
the world of mega systems has
arrived, winners and losers will
be determined by their ability to
deliver a positive, holistic
consumer experience
Waiting to fix this will put systems behind in
the race for building strong brands,
delivering on their missions and achieving
financial stability.
14. GE Healthcare: Patient Experience Survey 14Proprietary and confidential. Do not distribute.
Investments to improve patient
experience also improve an
organization’s operational
efficiency
The priorities of health system leadership and their patients
are not in conflict, in fact they are well aligned. For both
parties, wait time is wasted time. Investing in an improved
patient experience drives growth and reduces costs.
15. GE Healthcare: Patient Experience Survey 15Proprietary and confidential. Do not distribute.
Patients, health systems and physicians value
many of the same things
C - A16. How important are the following aspects of a hospital to you? Please select the top 5 and the bottom 5. (N=3,000)
P - A23. Using the scale below, please indicate how much of a priority it is to you and your organization to provide these
aspects to patients? Please select the top 5 and the bottom 5. (N=300), % Ranked Top 5
PATIENTS WANT… PHYSICIANS WANT…SYSTEMS WANT…
To spend more time with doctors and
nurses who show they understand
patient needs
To practice their craft and
deliver care to patients
To deploy scarce clinician
capacity in a way that drives
patient outcomes
To easily schedule
appointments and get in-and-out
quickly
To maximize time with patients
and minimize their frustrations
To serve as many patients as
efficiently as possible
To receive simple bills that do
not require follow-ups
To keep patient out-of-pocket
costs in mind when developing
a treatment plan
To reduce the costs associated
with customer service and
resolving issues
16. GE Healthcare: Patient Experience Survey 16Proprietary and confidential. Do not distribute.
Providers are the most trusted by consumers and therefore are the
best positioned to make integration possible
*Source: A6. Who or what influenced your actions / decisions at each stage? Select all that apply. (N=sample size listed above by stage based on # consumers experienced)
Strength of Relationships
Depth of trust with
consumers
Connectedness
Ability to get different
organizations in the HC
system working together
Payer Provider Life SciencesBRAND EXAMPLES
Means
Resource availability and
operational agility
Pharmacy Retailers
17. GE Healthcare: Patient Experience Survey 17Proprietary and confidential. Do not distribute.
Providers can get ahead of other industry players by partnering with
new market entrants to start improving the patient experience
18. GE Healthcare: Patient Experience Survey 18Proprietary and confidential. Do not distribute.
Creating a great patient experience will do more than increase
patient satisfaction…
Drive down
operating costs and
improve bottom lines
It Helps Organizations:
Help systems to deliver on the organizational mission to keep people and communities healthy
Drive increased
capacity and access
for consumers
Drive down
operating costs and
improve bottom lines
Improve employee
satisfaction and
retention
Build the brand and
reputation to encourage
consumers to consolidate
care and increase
leverage with payers
20. GE Healthcare: Patient Experience Survey 20Proprietary and confidential. Do not distribute.
The good news: Providers are starting to
think about patient experience
holistically; simultaneously focusing on
people, investing in technology, and
expanding the ways and places in which
they deliver care.
21. GE Healthcare: Patient Experience Survey 21Proprietary and confidential. Do not distribute.
At the moment, one third (36%) of providers designed their
patient experience only within the four walls of their faculty
19%
The experiences and
interactions from a
patient's single visit
17%
Any experiences the
patient has
within our facility
over multiple visits
33%
All experiences
the patient has
with our system of care
over multiple visits
31%
All things related to a
patients health
19% 100%36% 69%CUMULATIVE
A3. How does your organization define patient experience? (N=252)
22. GE Healthcare: Patient Experience Survey 22Proprietary and confidential. Do not distribute.
For providers to succeed in the long-
term, the patient experiences they
deliver must:
Be holistic in nature. Recognize
the patient experience goes
beyond just the clinical aspect.
Move beyond a “fixing
what is broken” mentality
and start embracing
creation of a unique
experience.
Develop merger, acquisition
and partnership strategies
around the patient experience.
Think differently about
buying, integrating and
enabling technology.
Empower healthcare
professionals to do what
they do best.
1 2 3
4 5
23. GE Healthcare: Patient Experience Survey 23Proprietary and confidential. Do not distribute.
1. Be holistic in nature.
Recognize the patient
experience goes beyond just
the clinical aspect.
24. GE Healthcare: Patient Experience Survey 24Proprietary and confidential. Do not distribute.
A significant portion of consumers healthcare experiences are
occurring beyond the four walls of the provider
5% 10% 5%
39%
16%6%
9%
4%
9%
8%
3%
10%
5%
9%
7%
3%
9%
11%
7%
21%
11%
15%
15%
6%
10%
14%
37%
31%
28%
17%
26%
17%
11%
16%
49%
26%
53%
40% 43%
70%
22%
35%
Not once
Once
Twice
Three Times
Four times
5+ Times
Frequency of Healthcare Interactions
(% of respondents)
Obtained health
insurance
Proactively
managed health
Found a
healthcare
facility/doctor
Visited a doctor
(existing
condition)
Visited a doctor
for tests
Received
emergency
health services
Filled
prescriptions
Handled payment
for services
PRE-VISIT POST-VISIT
25. GE Healthcare: Patient Experience Survey 25Proprietary and confidential. Do not distribute.
Frustrations generally stem from issues with coordination
and the need to make things easier
Received emergency
health services
• Took Too Much Time (45%)
• Quality of Care (44%)
• Too Expensive (43%)
Obtained health
insurance
• Process Not Easy To Understand (57%)
• Too Expensive (50%)
• Took Too Much Time (44%)
Handled payment for
any services received
• Too Expensive (56%)
• Process Not Easy To Understand (40%)
Found a healthcare
facility or doctor
• Difficult To Get Appointment (45%)
• Took Too Much Time (41%)
Visited a doctor for any
new sicknesses or tests
• Difficult To Get Appointment (42%)
• Took Too Much Time (42%)
• Quality of Care (39%)
Visited a doctor for any
existing conditions
• Difficult To Get Appointment (42%)
• Took Too Much Time (37%)
• Quality of Care (36%)
A8. You indicated that you were frustrated with X. Why was that? Please select the top 3 reasons. (N=3,000)
Proactively managed
health
• Difficult To Get Appointment (44%)
• Took Too Much Time (36%)
• Unknowledgeable Employees (34%)
Filled Prescriptions
• Took Too Much Time (48%)
• Too Expensive (41%)
Reasons for frustrations for each step of the journey
(% Ranked Top 3)
26. GE Healthcare: Patient Experience Survey 26Proprietary and confidential. Do not distribute.
The best providers—the ones focused on holistic patient experience—
are seeing a strong return & increase in customer satisfaction scores
Kaiser Permanente has the highest customer loyalty
ranking in the health insurance category with an NPS
score 19 points higher than the industry average. Their
satisfaction scores are on par with companies such as
Apple, Amazon and Trader Joe’s.*
*Kaiser Permanente 2014 Annual Report
27. GE Healthcare: Patient Experience Survey 27Proprietary and confidential. Do not distribute.
More than two thirds of providers are either offering or exploring
offering health plans to consumers
15%
24%
31% 29%
Something we already offer A priority in the near term to
develop
Noted as an interest, but not a
priority in the near term
Not an interest
Provider Interest in Offering Health Insurance
(% of respondents)
70% of providers are –or have an
interest in- offering health insurance
28. GE Healthcare: Patient Experience Survey 28Proprietary and confidential. Do not distribute.
2. Empower healthcare
professionals to do what
they do best.
29. GE Healthcare: Patient Experience Survey 29Proprietary and confidential. Do not distribute.
People—staff and employees—need to feel empowered since they play
a critical role with customers... When they are happy, so are patients
The experience people have with healthcare staff has a very strong impact on the overall
experience. Happy and engaged employees mean more satisfied patients and,
ultimately, financial gain.
HOSPITALS WITH HIGHLY
ENGAGED STAFF
10%
Scored higher on
“willingness to
recommend” the hospital
to family and friends
HIGHLY ENGAGED
PHYSICIANS
51%
26%
Receive more
inpatient
referrals by:
Are more
productive by:
ENGAGED STAFF
TRANSLATES TO
$460,000
In average additional
patient revenue per
physician per year
Source: Watson Wyatt WorkUSA Survey, 2009
30. GE Healthcare: Patient Experience Survey 30Proprietary and confidential. Do not distribute.
3. Think differently about
buying, integrating and
enabling technology.
31. GE Healthcare: Patient Experience Survey 31Proprietary and confidential. Do not distribute.
Better buying and integrating of enabling technology will allow
clinicians to spend more time focused on patients
Smarter use of enabling technology will improve processes and workforce
productivity, and increase employee and patient satisfaction.
Happier children, greater
throughput in magnetic
resonance
By reducing pediatric patient anxiety and
unnecessary movement, imaging accuracy is
improved, leading to more accurate diagnosis
and treatment.
Quicker patient assessments,
shorter length of stay
Clinicians at UPMC Presbyterian Campus used
VSCAN in their Cardiology service and saw a
mean LOS reduction of 1.2 days.
Reducing alarm fatigue while
providing greater reliability and
fewer false alarms
Alarm management technologies enhance
patient monitoring and alarm accuracy, reduce
false alarms, and ensure that when alarms do
sound they are clinically significant.
32. GE Healthcare: Patient Experience Survey 32Proprietary and confidential. Do not distribute.
4. Think differently about
buying, integrating and
enabling technology.
33. GE Healthcare: Patient Experience Survey 33Proprietary and confidential. Do not distribute.
Consumers are open to new healthcare experiences outside
the traditional system
A18. Which of the following consultations/treatments would you consider from these types of settings? Select all that apply. (N=3,000)
Setting of Treatment Considered
(% of respondents)
DISSATISFIED
MILLENNIALS
VIABLE
ALTERNATIVES
HEALTH SYSTEM
VOLUME AT RISK
On Demand
Medical Center
Retail
Clinic
Tele-
medicine
73% 64% 52%
34. GE Healthcare: Patient Experience Survey 34Proprietary and confidential. Do not distribute.
5. Move beyond a “fixing what is
broken” mentality and start
embracing creation of a
unique experience.
35. GE Healthcare: Patient Experience Survey 35Proprietary and confidential. Do not distribute.
Patient experience must go beyond fixing what’s broken and focus on
building unique, brandable experiences
Systems transform when they aim for unique, branded experiences for their patients.
Phase 1
Fix What’s Broken
Fix organizational problems by
addressing pain points, often
utilizing a LEAN approach to
incremental change
Phase 2
Surprise & Delight
Delight patients through
unexpected and enjoyable
experiences that create value
and encourage preference
Phase 3
Brand It
Differentiate in the marketplace
and build permanent patient
relationships by delivering
ownable experience elements that
fit with a unique brand promise
It takes more than addressing pain points to deliver a unique experience.
37. GE Healthcare: Patient Experience Survey 37Proprietary and confidential. Do not distribute.
Prophet and GE Healthcare
Camden Group have identified a
set of market archetypes for
patient experience.
Systems should seek to
understand which they fit into,
which is their “starting point”
for improvement.
38. GE Healthcare: Patient Experience Survey 38Proprietary and confidential. Do not distribute.
The following framework assesses your current
state, and helps chart a path forward…
39. GE Healthcare: Patient Experience Survey 39Proprietary and confidential. Do not distribute.
Which archetype best describes your organization?
Archetype Details
LAGGING INTERESTED COMMITTED EMBEDDED
Establishing buy-in for patient
experience
Identifying the patient experience
north star
Developing a roadmap for
effective implementation
Looking for opportunities to
innovate and integrate
Leadership &
Patient Exper.
Definition
Lacks established patient experience
business case, definition and leader to
champion the cause
Leadership distracted by short-term
priorities; definition limited to HCAHPS
metrics
Leaders internally aligned around vision
for patient experience with leader
accountability; patients experience
defined at a system-level rather than
inclusive of patients' broader health
Broadly views patient experience as all
interactions across the patients’
healthcare journey; patient experience
embedded within all quality-
improvement initiatives
Consumer
Understanding
Patient needs not an input to
experience design
Leverages basic understanding of
consumers to inform marketing and
communications
Collects patient feedback through a
formalized process, struggles to
prioritize initiatives due to financial and
technology constraints
Patient needs and consumer-centric
mindset drives experience design
People A lack of integrated people, tools, and
technologies prevents employees from
focusing on consumers
Employees do not fully understand the
patient experience strategy or the
importance of it
Employees understand the
organization’s vision for patient
experience but feel overwhelmed by the
disconnected initiatives
Integrated people, operations, and
technologies enabling clinicians to focus
on consumers
Tech Slow to innovate and invest in new
technologies, focuses on mandated
technologies such as ICD-10 and EMR
Deploys technologies primarily with
diagnostic and clinical use cases
Invests primarily in process-focused
initiatives (e.g., billing, scheduling,
workflow)
Leverages sophisticated clinical and
consumer technologies to meet unmet
patient needs across the holistic journey
Metrics Rarely tracks metrics beyond basic
patient quality and safety metrics
Evaluates patient experience success
solely based on HCAHPS metrics
Leverages HCAHPS yet has isolated
metrics for specific issues and
departments
Organizational metrics are inclusive of
HCAHPS but also go beyond, looking at
people, ops, and technology jointly
Operations &
Implementation
Patient experience efforts happen in
pockets and are either not measured or
are assumed to be in HCAHPS scores
Patient experience efforts are aligned
and deployed around a finite set of
prioritized experiences and HCAHPS
metrics
Patient experience efforts are aligned
around an experience strategy with
clearly defined KPIs that go beyond the
system and HCAHPS scores
Patient experience efforts are
embedded throughout the operations
and culture and measured by KPIs that
go beyond the system
40. GE Healthcare: Patient Experience Survey 40Proprietary and confidential. Do not distribute.
Done correctly, improving the
patient experience can also
drive meaningful operational
efficiency - it doesn’t have to be
a tradeoff
41. GE Healthcare: Patient Experience Survey 41Proprietary and confidential. Do not distribute.
Understanding patient expectations and designing
holistic experiences that meet them will determine
long-term success
The state of the patient experience is bad… and getting worse
The case for investment is clear–wait time is wasted time.
Investments to improve the patient experience drive system-
wide growth and translate into financial gain.
Providers must deliver a holistic experience that is very
different from what patients encounter today.
Prophet and GE Healthcare Camden Group have teamed up
to help organizations assess the patient experience they
currently deliver and develop a plan to transform it.
1
2
3
4
42. Proprietary and confidential. Do not distribute.
For more information, visit:
www.prophet.com/patientexperience
Or, contact:
Jeff Gourdji
J_Gourdji@prophet.com
Editor's Notes
0:01 – 0:02
Lindsay:
Kickoff
Guidance on questions
Where to submit
That we’ll be addressing them at the end.
Turn it over of to Jeff, Paul, Helen, and Laura
Lindsay: 0:01 – 0:02 / Slide 1
Jeff (and intros) 0:03 – 0:05 / Slide 2
Jeff 0:06 – 0:25 / Slides 3- 13
Helen 0:26 – 0:33 / Slides 14 – 20
Paul 0:34 – 0:38 / Slides 21 – 27
Laura 0:39 – 0:48 / Slides 28 – 37
Paul 0:49 – 0:52 / Slides 38 – 44
Jeff & Helen: Close / Slides 45
Q&A: 0:55
JEFF to run up until 0:25
JEFF
JEFF
JEFF
JEFF
JEFF
JEFF
JEFF
JEFF
JEFF
HELEN
To run until 0:33
HELEN
HELEN
HELEN
HELEN
HELEN
HELEN
PAUL
Run up to 0:38
As we move into the back half of the call, we now want to talk about how you begin acting on this opportunity
Hopefully you’ve heard some new insights, or are now viewing some PX opportunities with a new lens
However, I’m sure there were a number of facts that aren’t new news or simply validated some hypotheses you’ve already had
The remainder of this call with be around “so what do you now go do about it?”, particularly as it relates to viewing and managing a holistic healthcare experience and not just a visit
PAUL
More clinics, telemedicine, using technology to free up physician time and not add to it. As well as be proactive in coordinating care on the patients behalf, particularly outside the walls of their own faculties.
PAUL
This is reflected by the fact that more two thirds view the patient experience beyond the walls of an individual facility. While we haven’t done this study over time yet, its our inclination that this number has been increasing, particularly as Jeff has highlighted so much angst around billing and scheduling. So much of the experience with a provider is driven by things outside the visit itself. Fortunately, we live in a country were bad healthcare episodes are rare. They happen, and we’re constant striving to eliminating them, but the majority of the population is often judging their provider’s performance based on scheduling, coordination, and billing. I think I read a recent study that cited only 20% of patients switch their PCPs in a year, and the majority of those are due to plan changes or moving. This means, most of our population is quite happy with the care our doctors provide. It’s the touchpoints outside that are the friction points.
PAUL
There are five aspects that are rather interrelated
(Read over. And small context. And dive in to each in the following slide.)
PAUL
PAUL
When we view lay it out like this, you see that HC is more than just a visit
And patients expect the Healthcare system to be coordinating along the way
Spike around the post visit
PAUL
LAURA
To run up to 0:48
LAURA
LAURA
LAURA
LAURA
LAURA
LAURA
LAURA
LAURA
PAUL
To wrap by 0:52
Think about PX as other industries think about their customer experience (Not stopping at our planes don’t crash. Banks stopped at being FDIC insured.)
Pediatric imaging equipment from GE
Cost estimate prior to a procedure
NICU card
We are seeing more an more of this with formalized Patient Representatives at such places as Athens Regional and Avista Adventist
PAUL
PAUL
PAUL
PAUL
Briefly touch-on, voice over the different ways they might look to get help